Cultures of Adhocracy, Clan, Hierarchy and Market and Innovation Performance: A Case of Hotels in Turkey

Abstract

Innovation is discussed as a critical element in the success of an organization but if an organization’s culture does not support innovation it is unlikely to occur. So, it is very important for business to make the culture compatible with innovation. In this context, the study aims to examine the relationship between culture types (Adhocracy, Market, Clan, Hierarchy) and innovation performance in hotels, and basically argues that hotels demonstrate different innovation performances according to the their cultural features. To accomplish this aim, 1562 three, four and five-star hotels in Turkey were determined as research population and the sample is comprised of 310 of them. The questionnaire method was used to collect the data from hotel senior manager. The data were analyzed through LISREL program. Firstly, confirmatory factor analysis, relating to culture types and innovation performance, was conducted. Then, the relationships among these two constructs were examined. The findings show that there is a significant relationship between organizational culture features and innovation performance. The innovation performance of hotels, which have the characteristics of adhocracy culture and market culture, is more positive than the hotels with the clan culture and the hierarchy culture. So, it is suggested that hotels transform the existing culture into adhocracy culture and market culture to increase their innovation performance.